Board of Early Education and Care
Strategic Planning Update
February 10, 2009
Strategic Planning Process

Formed planning sub-committee in
February to develop plan

Used inclusive process that involved
many stakeholders:
 Parent Advisory Team
 Advisory Team
 EEC Staff Steering Committee

Board held series of retreats over the
summer to take stakeholder input and
develop strategic framework

Board held retreat in October to finalize
the strategic framework
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Purpose of the Strategic Planning Process

To develop a strategic framework for Board
and agency priorities to aid decision making
and strengthen accountability

Also mandated by statute to develop 5-year
strategic plan
3
Results of the Strategic Planning
Process
The EEC Strategic Plan:
Lays out aspirations and expectations for
ourselves
 Compels us to engage the larger public
more in our work
 Challenges us to be accountable for
successes and failures
 Gives strategic directions and tangible
indicators of progress

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Overview of Strategic Plan
MISSION
VISION
STRATEGIC
DIRECTION 1
STRATEGIC
DIRECTION 2
STRATEGIC
DIRECTION 3
STRATEGIC
DIRECTION 4
STRATEGIC
DIRECTION 5
SUCCESS
SUCCESS
SUCCESS
SUCCESS
SUCCESS
INDICATORS
INDICATORS
INDICATORS
INDICATORS
INDICATORS
___________
___________
___________
___________
___________





EEC will develop an accompanying “WORK OF SUCCESS” plan outlining key
tasks and action items for implementing the Strategic Plan. It will include
three and one year accountability goals for each Strategic Direction.
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The Mission
The Massachusetts Department of Early Education and Care
provides the rich foundation that supports all children in
their development as lifelong learners and contributing
members of the community, and supports families in their
essential work as parents and caregivers.
6
The Vision
Practical Five-Year Vision

EEC and the whole field of early education and care are highly regarded,
publicly recognized and supported, and clearly understood to be a value to the
Commonwealth.

EEC’s system offers an array of high quality, comprehensive and affordable
programs designed to meet the diverse, individual needs of children & families.

The early education and care workforce is respected, diverse, professional,
qualified, and fairly compensated.

EEC is an effective, responsive, efficient, and resilient system.

EEC has clear standards for accountability and evidence that those standards
are being met.

Families are engaged as partners integral to the healthy development and
learning of their children, and they have access to the necessary resources to
do so.

All preschool children have access to high quality pre- kindergarten programs
that meet family needs.

Children and families experience seamless transitions throughout their early
learning and later developmental experiences.
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Strategic Directions
1.
Quality: Create and implement a system to improve
and support quality statewide
2.
Family Support, Access, and Affordability:
Increase and promote family support, access and
affordability
3.
Workforce: Create a workforce system that
maintains worker diversity and provides resources,
supports, expectations, and core competencies that
lead to the outcomes we want for children
4.
Communications: Create and implement an
external and internal communications strategy that
advocates for and conveys the value of early
education and care to all stakeholders and the
general public
5.
Infrastructure: Build the internal infrastructure to
support achieving the vision
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EEC Strategic Framework
Mission
The Massachusetts Department of Early Education and Care (EEC) provides the foundation that supports all
children in their development as lifelong learners and contributing members of the comm unity, and supports
families in their essential work as parents and caregivers.
Practical Five-Year Vision
EEC and the whole field of early education
and care are highly regarded, publicly
recognized and supported, and clearly
understood to be a value to the
Commonwealth.
Th ree Year Strategic Directions
o
Create and imp lement a system to
improve and support quality statewide.
EEC’s system offers an array of high
quality, comp rehensive and affordable
programs designed to me et the diverse,
individual needs of children & families.
o
Increase and promote family support,
access and affordability.
The early education and care workforce is
respected, diverse, professional, qualified,
and fairly compensated.
o
Create a workforce system that maintains
worker diversity and provides resources,
supports, expectations, and core
comp etencies that lead to the outcome s
we want for children.
o
Create and imp lement an external and
internal communications strategy that
advocates for and conveys the value of
early education and care to all
stakeholders and the general public.
o
Build the internal infrastructure to
support achieving the vision.
EEC is an effective, responsive, efficient,
and resilient system.
EEC has clear standards for accountability
and evidence that those standards are
being met.
Fami lies are engaged as partners integral
to the healthy development and learning of
their children, and they have access to the
necessary resources to do so.
All preschool children have access to high
quality pre- kin dergarten programs that
meet family needs.
Children and families experience seaml ess
transitions throughout their early learning
and later developmental experiences.
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Next Steps

Board votes on and releases Strategic Plan.

EEC completes “Work of Success”/ Work Plan that
outlines 3-5 year actions items and initiatives
required to make progress towards the Indicators of
Success and Strategic Directions.

Board and EEC identify overarching data indicators
to measure progress over time in achieving the
Vision.
 Align with Governor’s MassGoals initiative.

Update and adjust plan annually, particularly the
Work of Success and annual accountability goals.
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